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HLG vision and strategy= promotes standards based modernisation. However standardising a business r= esults in a huge culture change that could be addressed through training, t= he recruitment of staff with a different skill set.
A concrete exampl= e of this from the effect of adopting the Common Statistical Production Architecture (currently = being developed by a HLG project):
Changing the mindsets of both Info= rmation Communication Technology (ICT) groups and, equally as importantly, = their immediate clients to build software in a way that makes it re-usable = for others is a big shift from current practice.
That is, we ar= e moving to an 80/20 world where IT systems will not be built to an area's = exact specifications. Not longer w= ill you not get exactly what you want, as the system needs to be re usable = by other areas. It also possible that it will take longer to build and cost= more money (building generic solu= tions that are more configurable takes longer than building a hard coded so= lution that meets a specific business need).
The benefits of d= oing this need to be clear to staff. There should be more information circu= lated on "what does this mean for me?" and thought given to how t= o address the sense of compromise (acceptance that nothing will be op= timized for local use, rather it will be optimized for international or cor= porate use)
Information circulated about how change= s due to modernisation affect staff.
Rotation of staff: internationally and/or nationally=
|Non-comparable staff CVs - both for non-IT= specialists and for IT specialists.||
Comparable IT CV template using control= led vocabularies for most fields
Comparable non-IT CV template using = controlled vocabularies for most fields
|Different cultures between countries/organizatio= ns||
Shared training in many countries: evangelist= s!
Temporary exchange of staff
Common IT projects using the &qu= ot;cloud"
Excerpt from HLG Strategy
Prerequisites for change
20. To manage effectively the changes required, it is vital to consider = four main issues:
(a) Willingness to change =E2=80=93 This is determ= ined by trust and support for the leadership and/or governance structure of= the change. There must be enough trust and support for the strategy, visio= n and the leadership. This will require clear communication and leadership = as it is really about =E2=80=9Cselling the vision=E2=80=9D to encourage sta= ff and stakeholders to embark on a transformation journey;
(b) Abili= ty to change - This is about the capacity to change, which is determined by= many factors but people and their skills are of the utmost importance. Are= enough people =E2=80=9Con board=E2=80=9D to really make it happen? Leaders= hip is again a critical factor as it is needed to change, often long lastin= g, structures and ideas within organizations;
(c) Readiness fo= r change - As transformation requires many changes to the organization, its= people, stakeholders etc., change readiness is essential. An effective tra= nsformation must be well timed, because timing affects the level of support= from the people that are involved;
(d) Speed of change - One of the= choices to be made is between evolution and revolution. Although the speed= of change is to some extent driven by the increasing rate of change in the= outside world, current advantages such as quality and trust should be pres= erved. Effective leaders regularly re-check the willingness, ability and re= adiness to change, and adjust the speed of change on the basis of that.=
21. It is not realistic to suppose that all members= of the official statistics industry will have the same levels of willingne= ss, ability and readiness to change at the start. Change will therefore be = pioneered by a few organisations before being implemented by all. The abili= ty to change can differ as NSO=E2=80=99s face different challenges in parti= cular, differences in national legislation, priorities and requirements.